John Lewis | Never Knowingly Undersold Never knowingly undersold Sorry, we only have of these items available. We have reduced your order quantity to Sorry, we have limited this item to per customer. Sorry, we have limited this item to per customer. We have added to your basket. Please enter a number for the value Sorry, you can purchase one of these items per product John Lewis delivers to 40 countries worldwide We make international delivery easy with: A wide range of products available Prices shown in local currency or GBP Low delivery prices Close Please note, changing country will empty your basket. You have items in your shopping basket. In order to change delivery to , your basket will be emptied. Are you sure you want to change delivery country? Delivering to United Kingdom? We make it easy to deliver to United Kingdom with: A wide range of products available Prices shown in GBP or GBP Low delivery costs Or deliver to a different country Go Submit a price match request These details will be used to help us process your request for matching another retailer's price for an item we sell, or one you've already purchased from us.

To enable us to do this as quickly as possible, please ensure that the retailer you're reporting has a high-street shop, and is not online only. (we don't match online-only or mail order businesses such as Amazon, ASOS or AO.com) You'll also need to take into account costs relating to: Fitting and installation charges If you've already purchased the item from johnlewis.com, please ensure that: You have your order details to hand You bought the item within the last 28 days If you've purchased the item in one of our shops, please contact your nearest John Lewis to make your price match request Never knowingly understood - ABC Copywriting ABC Copywriting Never knowingly understood by Tom Albrighton 26 October 2010 Copywriting reviews I’ve really got it in for the posh shops these days. First Waitrose , now this. But I feel John Lewis’ recent revision of its venerable slogan merits a post. The slogan in question is ‘never knowingly undersold’.

It was first adopted in 1925, and I think it’s a stone-cold classic, brilliantly combining a solid promise of value (we’ll match or beat any price) with overtones of ‘heritage/old’ and (therefore) ‘reliable’ as a result of its slightly quaint wording. I’m sure a lot of people could recite it if challenged, certainly at last as many as could recall the current slogans for M&S or Tesco. This Brand Republic article from 2003 says that fewer than half of consumers actually understand ‘never knowingly undersold’, citing the obscurity of the word ‘undersold’ . The article warns against a slogan becoming ‘part of the wallpaper’, but I’m not sure that’s such a big problem. If it’s memorable, and people roughly understand it, it could still keep the brand in their minds. Besides, there’s more to clarity than vocabulary. What do slogans like ‘for the journey’ (Lloyds TSB) really mean? The words are simple, but the meaning is hazy – at best. At least ‘never knowingly undersold’ is sharp and distinctive.

So it still works as a slogan, or at least an evocation of John Lewis’ heritage. Problem is, it’s not quite true any more. Like many high-street retailers, John Lewis is routinely undersold by its online counterparts. So now it only promises to price-match its high-street rivals – not online-only businesses. (See this page at their site for more.) Changing the slogan to ‘sometimes knowingly undersold’ wouldn’t really cut it. So instead, the chain has opted to add more text, plus a disclaimer: Never Knowingly Undersold on quality | on price | on service Our commitment to price means we do not match competitor prices which [sic] are only available online or in catalogues. Please see our leaflet in-store for details. The John Lewis slogan 'Never Knowingly Undersold' as deployed on its in-store signage Presumably, the core phrase was felt to be too much a part of the brand equity to be discarded. But the new bits, while seeking to add more to it, actually dilute it. If people do understand the verb ‘undersold’, they’re surely going to make a link with price.

So extending the concept to cover quality and service can only muddy the waters and put doubt in their minds. If they’re not sure about ‘undersold’, the new slogan heaps Pelion upon Ossa. Either way, confusion reigns. Can a shop really be undersold on quality, or service, as well as price? What does it mean, exactly, to be, or avoid being, undersold on service? Have I misunderstood the word? No, you haven’t. John Lewis’ marketers have – knowingly. By trying to hang too many meanings on a simple phrase, they’ve dragged a classic consumer slogan into the wastelands of B2B anonymity: bland assurances of ‘service’ and ‘quality’, tripartite slogans, vertical lines in text. What were they thinking? The small print underneath will rarely be read, particularly in locations like the one shown above (the door from the car park to the kitchen department in the Norwich branch). But its very presence generates a subliminal sense of hedging, damage limitation and arse-covering. I’m buying a kettle, not signing a pre-nup. Enough with the conditions already! ‘Never knowingly undersold’ feels like a phrase that’s outlived its usefulness.

But it’s worked hard for 85 years, so maybe it’s time for John Lewis give it a break and think up a new one – one simple enough to be always readily understood. John Lewis TV Ad Never Knowingly Undersold.mp4 - YouTube John Lewis TV Ad Never Knowingly Undersold.mp4 Want to watch this again later? Sign in to add this video to a playlist. Need to report the video? Sign in to report inappropriate content. Rating is available when the video has been rented. This feature is not available right now. Please try again later. Uploaded on Mar 8, 2011 Category Never Knowingly Undersold Never Knowingly Undersold STOrai profiles the people management practices of JOHN LEWIS – one of the largest high street retailers from the UK. The John Lewis story is characterized by success on three fronts – sales, online and people. They have ridden out the recession in the UK and have used their online channel to script a successful, “Brick and Click” strategy. Sales as of December 2013 were £ 11 bn, with the online channel contributing £1 bn. The company is entirely owned by the employees. There are no external shareholders.

Laura Whyte, Personnel Director, John Lewis delivered the Key Note speech at the session on “Emerging People Management practices” at RAI’s Retail Leadership Summit in February 2014. STOrai presents some insights from that speech. Employees are partners: John Lewis is entirely employee owned, and is one of the largest retailers in the UK – sales of £11 bn. The People management Model is based on the principle that “A happy, engaged workforce and a long term focus delivers shareholder value”. The proposition to employees is about outstanding leadership and training. John Lewis believes that employees, will then deliver a customer satisfaction proposition, sufficiently differentiated as to create value. Profits are either ploughed back into the business, or redistributed back to the employees. Everybody gets the same percentage of profits irrespective of grade / level. The nomenclature used to refer to employees is different. They are consistently called “Partners”. The Partnership model has three key principles: Purpose: Empower Partners with the knowledge and desire to provide outstanding service Power: Generate incremental sales through customer loyalty Profit: Enable the development of deeper customer relationships Leadership Compass: John Lewis has internally developed and articulated a “Leadership Compass” (see image). The compass measures the balance between Strategy vs.

Execution on its vertical axis, and the ability to keep the balance between “Legacy v/s Change” on the horizontal axis. The Leadership Compass recognises the contradictory pressures that Partners are expected to manage. By measuring both sides of a skill set (i.e. strategy AND execution / Legacy AND change) – it acknowledges the fact that these will not always be in perfect balance. Partners are expected to use the compass to maintain a ‘creative’ tension, while driving business towards a goal. Partners concerns can range from advertising to the environment The John Lewis Own Brand swimsuit campaign: Please could you confirm the stance the Partnership takes on using models smaller than UK dress size 10, and whether these models used fit the Partnership’s criteria? Business expenses: We have recently seen a lot in the media about the abuse of financial allowances and MP’s expenses. Can Partners be reassured that controls are in place to ensure no abuse takes place in the Partnership at any level? Plastic bags: As a responsible retailer, why are we not leading the field All concerns are carefully debated, considered and voted upon. Implementation: Partnership principles are implemented through the following: Each week – two magazines are published in-house – a local, store specific edition and a national magazine.

Any Partner can write in anonymously to these magazines and their manager must respond. No editing of the letters is permitted – unless the Chairman approves. Partners concerns can range from advertising to the environment – and all concerns are debated carefully and publicly and then voted upon. Employee attitude surveys are used to gauge feedback. Feedback must be implemented, if this is the opinion of the majority of Partners. Response rates to these surveys are 88%. Partners decide the final % of profits to be redistributed. Does it work? If the ‘proof of the pudding is in the eating, then the John Lewis model does work’. “Most UK retailers reacted to the 2009 recession classically – they cut inventory and head count. John Lewis decided to continue its approach of focussing on the long term. “Let the profit takes its course” was the majority view of the Partners” says Laura. In 2009, the company did not make money for 5 months – but the Governing Council decided to continue with the strategy of using online as a low cost channel for growth.

They saw the online channel as an opportunity, and in 2010, increased SKU’s from 45,000 to 200,000. Over the next four years, the channel became a growth engine – 2013 online sales crossed £1 bn. What next: The Company’s focus now is to consolidate and expand its online success. “We expect that by 2020 – Bricks and Clicks will be equal contributors to sales” says Laura. The next part of the story is to go mobile – in 2013; the company spent £40 million on its website and mobile offerings. Online success is about controlling the supply chain on an ‘end to end’ basis – John Lewis is building the second fully automated distribution center @ 750,000 sq. feet to match its twin. A large segment of the online customer is young – 39% are less than 35 yrs. old. This is good news for a brand that has often been considered, “solid, stable, middle class” in the UK market. To cater to this demographic, the company has created designer collaborations – and developed a master brand in Fashion & Home.

Over 2,000 Partners registered for an external qualification in 2013 Address concerns that retail is not a “proper job”. 335 Partners achieved a qualification in Distribution 215 Partners achieved a Contact Handling qualification New JL apprenticeship programme John Lewis advert Billy Joel's She's Always a Woman Fyfe Dangerfield cover - YouTube John Lewis advert Billy Joel's She's Always a Woman Fyfe Dangerfield cover Want to watch this again later? Sign in to add this video to a playlist. Need to report the video? Sign in to report inappropriate content. Rating is available when the video has been rented. This feature is not available right now. Please try again later. Uploaded on Apr 25, 2010 John Lewis is rolling out £6m advertising campaign ever to drive its never knowingly undersold proposition. The ad campaign, which the retailer claims is its biggest ever, will break on Friday (23 April) the in the ad break during Coronation Street on ITV. It has been created by Adam & Eve. John Lewis asserts Never knowingly undersold position John Lewis John Lewis is rolling out £6m advertising campaign ever to drive its never knowingly undersold proposition.

The ad campaign, which the retailer claims is its biggest ever, will break on Friday (23 April) the in the ad break during Coronation Street on ITV. It has been created by Adam & Eve. It includes a series of ads that show a woman progressing through the key stages of her life from giving birth to becoming a grandmother, and how the John Lewis brand is a part at every stage. The 10, 60 and 90-second TV spots will air across terrestrial and satellite TV channels for six weeks. They will feature a re-recorded version of Billy Joel's "She's Always a Woman", sung by the Guillemots. Craig Inglis, John Lewis marketing director, says: For a long time Never Knowingly Undersold has been perceived as just a price promise, but its more than that: its about the total value we offer our customers, about the quality of the products we sell and the added value customers receive with the service our Partners offer. Now seems the perfect moment to reinforce this message. John Lewis says it intends to use the ad concept in future campaigns.

The department store chain revived the 80-year-old never knowingly undersold strapline last September in a bid to clarify the positioning to customers through a press campaign. mad.co.uk Often Knowingly Undersold? - Google Groups Often Knowingly Undersold? Given that John Lewis have now stopping doing Internet price matching, can they *legally* still use their slogan - "Never Knowingly Undersold". After all, never, is an absolute statement of intent - there is no room for latititude, or interpretation. Never, means Never (not no how :-) And if a customer can show them that there is another retailer (albeit an online one) selling at prices cheaper than theirs, they therefore "know" about being undersold. I wonder what the ASA would make of it? Simon mmm funny one that Comet / Currys etc all have big posters about price matching, until you read the small print (Not on the big posters) do you see the "not online resellers" bit. "Simon Watkins" < siwa...@iee.org > wrote in message news:_OuC7.1963$GA.172621@news2-win.server.ntlworld.com...

> > Given that John Lewis have now stopping doing Internet price matching, can > > they *legally* still use their slogan - "Never Knowingly Undersold". > > And if a customer can show them that there is another retailer (albeit an > > online one) selling at prices cheaper than theirs, they therefore "know" > > about being undersold. > > I wonder what the ASA would make of it? > > "Mike Spence" < mikes...@tiscali.co.uk > wrote in message news:3be1a54f$1_2@mk-nntp-1.news.uk.worldonline.com... I did (and Watchdog), just after I made the original post. Haven't had a response yet though. "Simon Watkins" < siwa...@iee.org > wrote in message news:XXtE7.229$sD3.190531@news2-win.server.ntlworld.com... > I did (and Watchdog), just after I made the original post. Haven't had a > response yet though. Postie just brought me a letter from the ASA.

Seems like they won't take action unless the advertisement is in printed form - ie a Newspaper Ad. They've suggested I contact local trading standards. Similarly for TV ads - suggested I contact the ITC. So if anyone has seen the phrase Never Knowingly Undersold in a John Lewis ad, since the date they stopped doing price matching, note the date, newspaper etc, and refer it to the ASA. Simon What's always got me about this "Never Knowingly Undersold" thing anyway is that whenever they do a price match, they should change the advertised price down to that, otherwise next time they sell that item to anyone, they do know they could be undersold, it's just that the customer didn't. "dogcolony" < ne...@dogcolony.com > wrote in message news:aa184a1c.0111020706.5bb9cbf5@posting.google.com... What gets me is I'm trying to decipher what "undersold" means anyway..? I mean if they said they "never knowingly overprice" I can grasp what is meant, but "never knowingly undersold"...?? What does "undersold" mean?

...Sold for UNDER something else? ...Shouldn't it be oversold? ...But that would imply volume of sales. Shouldn't 'undersold' mean something similar -ie. "we don't sell as much of these as we could"... Anyone care to enlighten me? -Kevin. >> > Given that John Lewis have now stopping doing Internet price matching, >can >> > they *legally* still use their slogan - "Never Knowingly Undersold". >> > And if a customer can show them that there is another retailer (albeit >an >> > online one) selling at prices cheaper than theirs, they therefore "know" >> > about being undersold. I'm sure the point of 'never knowingly undersold' is implying the total value in the package compared to another retailer - this is a different from price matching, even if they have been treating them as the same up until now. The 'added value' of John Lewis would include their warranty system, delivery options etc. Forcing John Lewis to price match against internet mail-order box shifters is definatly not comparing like with like. Linus Linus Surguy - Up to 94% off BT!

UK: 2.8/1.7/1.5p USA:3p Germany 3p Australia:4p Ireland:4p "Simon Watkins" < siwa...@iee.org > wrote in message news:_OuC7.1963$GA.172621@news2-win.server.ntlworld.com... This is what the ASA said , Dear Mr Spence Thank you for your email enquiry regarding John Lewis. Please accept my apologies for the delay in responding. As I understand it, John Lewis normally makes this claim in their shop window advertising and/or point of sale material. This type of advertising falls outside of the ASA's remit. Complaints regarding misleading in-store advertising should be directed to the local Trading Standards department; their address and telephone numbers can be obtained from your Town Hall. If John Lewis are using this slogan in their external advertising literature, such as press, magazine or poster advertisements we would look into any complaints we received. I am unable to confirm what the outcome would be if we did receive complaints as we would need to investigate the full terms and conditions of the offer.

If a complaint is formally investigated the final decision as to whether or not to uphold the complaint would rest with the ASA Council. Further information on our complaints procedure along with an online complaints form can be found on our website - . Yours sincerely John Lewis alters 'never knowingly undersold' promise - Telegraph Retail and Consumer John Lewis alters 'never knowingly undersold' promise John Lewis has altered the wording of its "Never Knowingly Undersold" pledge informing customers it will not offer a refund on products for which it provides a longer warranty than High Street rivals. Shoppers pass the John Lewis store on Oxford Street Photo: EPA Comments The department store's slogan has been part of its ethos for 86 years, guaranteeing customers it will refund them the difference if they can find the same product for less elsewhere. But a new caveat in the wording of its pledge explains that the company can refuse to match prices on a range of electrical goods where it offers a longer warranty. This applies even if customers do not want the extra cover or could buy the additional insurance for less than the difference in price. For example, an Indesit IWD7145 washing machine costs £269 at John Lewis – £40 more than at Best Buy.

The store refuses to offer refunds on the product because "the Indesit washing machine with Best Buy is only provided with the standard one-year warranty whereas with John Lewis you are automatically provided with the free two-year guarantee". Related Articles Never knowingly outdone, John Lewis's online price pledge 26 Sep 2010 The additional year's cover can be bought online for just £20, while some credit cards also offer an additional year's guarantee automatically when used to purchase electrical items. On its website, the company claims: "We truly believe Never Knowingly Undersold is as important today as it as when we introduced it ... value is something that should last a lifetime". But lower down it now explains that it will only match competitors' prices "as long as their service conditions are comparable, such as delivery charges and guarantee terms". Three years ago John Lewis was accused of changing its Never Knowingly Undersold promise after running a trial in which the pledge continued to apply to its national competitors, but to independent stores only if they were within an eight mile radius of a John Lewis outlet. The pilot was never adopted nationally. Martyn Hocking, editor of Which?

said: "John Lewis is known for its great customer service, so the change to its never knowingly undersold policy is very disappointing. "Customers would naturally expect any price matching policy to relate to the upfront cost of a product, excluding the value of added extras such as warranties and guarantees. As such, we feel that the amended policy is misleading and will lead to frustration for many shoppers." Last night a spokesman for John Lewis said the provision had always been in the terms and conditions of the guarantee but had not been as clearly stated and may have been differently applied from shop to shop. He said: "It was always the case it had to be a like for like product but the policy could have been haphazardly applied. It is not in our advantage to offer a three or five year guarantee – we only offer this because we know this is worth more to the customer." David Suddock, head of buying support at John Lewis, said: "As a result of our commitment to expand our never knowingly undersold policy to include other retailers with online presences we now put a great deal of resources into checking the prices charged by our rivals and lowering ours where appropriate.

Our customers are benefiting through significantly reduced prices." John Lewis, E-Commerce | Marketing Excellence Award - Case Studies Sub Header: Putting E-Commerce at the heart of John Lewis' Business Strategy This paper sets out some of the leading and fundamental e-commerce decisions John Lewis has taken and implemented across 2010-2011, decisions that have led to 25 consecutive months of outperforming online market growth as stated by IMRG. John Lewis is the UK’s favourite department store, a brand famous for its Never Knowingly Undersold commitment and for inspiring genuine affection in its customers. It has 35 shops, over 27,000 John Lewis partners and an award-winning website. It currently sells the biggest range of products of any UK high street retailer. In early 2010, John Lewis saw that despite having an incredible 350,000 product SKUs most customers visited on average only twice per year. It was also clear that there was significant potential to increase online annual sales by creating opportunities for customers to interact with the brand through new and multiple touch points.

Indeed it was apparent that a multi-channel customer was worth on average 3.3 times more than a shop-only customer shopping on average 6 times per year. As a result of this, and the consumer trend for browsing and purchasing online, John Lewis refocused its strategy and made e-commerce growth its single highest priority, setting a new commercial objective to increase online annual sales from £393m in 2009/2010 to £685m through online channels by 2011. The journey so far has taken John Lewis from a department store with a mediocre online business to become one of the top e-tailers in the UK with online sales growing by at least 27% per year over the period 2010/2011. On the busiest day, johnlewis.com took an order on the website every 1.9 seconds. John Lewis also grew its multichannel customers in 2010 from 7.3% to 12.67% of the total customer base and in 2011 to 15.75%, an increase of 27%.

PUTTING E-COMMERCE AT THE HEART OF JOHN LEWIS’ BUSINESS STRATEGY Across 2010-2011 the power of e-commerce was harnessed by a series of initiatives that have helped the John Lewis brand achieve an incredible sales return and significantly outperform the BRC market averages, despite being a mid-premium retailer trading through a very tough recession: The emergence of John Lewis as an e-commerce leader among retailers has been driven by three core strategies: 1. A fundamental change in its trading strategy – to be Never Knowingly Undersold - across multiple brand channels. 2. A determination to make John Lewis easier and more convenient for customers. 3. The development of compelling content to attract and reward customers as they engage with the brand through different digital channels. BRINGING THE JOHN LEWIS BRAND INTO A MULTI-CHANNEL WORLD Never Knowingly Undersold has been John Lewis’s core trading philosophy since the 1920s. Part of Never Knowingly Undersold has been a proactive price matching promise that means John Lewis customers can shop in the knowledge that they cannot find a similar product with same price, service and quality anywhere on the high street.

In September 2010 a key decision was made to extend Never Knowingly Undersold to apply to online sales. With a potential associated risk of £50m, this was a huge statement within John Lewis that e-commerce was of vital importance to its customers and to its brand and was a signal of a business determined to embrace it. The immediate effects of this new policy were shown in sales and market share, particularly within our Electrical Home Technology category e.g. white. Goods went from challenging year on year numbers to significant double digit growth. CREATING CONVENIENT E-COMMERCE SERVICES TO EXCITE AND EXPAND THE EXISTING CUSTOMER BASE Below are outlined some of the key strategic initiatives which have helped to boost John Lewis profits and to enhance customer experience. 1. Fashion: an e-commerce success story. At the end of 2009 John Lewis re-launched johnlewis.com/fashion with a dramatic makeover proclaiming its ambition to rival the biggest online fashion retailers in the industry.

Understanding that the majority of its female customers were shopping for home products online but not necessarily for fashion, there was a huge opportunity to convert an existing customer base that already loved and trusted the brand to a category which commanded higher frequencies and had huge sales potential. Since September 2009 John Lewis has focused on creating a user friendly, fresh-looking fashion category that appeals to a more fashion forward customer. Over 100 ‘brand shops’ were introduced selling a huge variety of products from Barbour through to Mulberry and Ralph Lauren to Diesel. Guest editors were commissioned to create inspiring catwalk trend previews and ‘Get the look’ guides to help provide an effortlessly enjoyable user-experience for customers exploring the range of over 300 brands. Innovative new online marketing programmes were developed including contextually linked advertising and the UK’s first geo-climatic banners for JL fashion. The results proved sensational. In 2010/2011 Fashion accounted for 25% of johnlewis.com sales. This financial year 2011/12 Fashion will end at nearly one third of the total sales due to the growth and success of the online offer.

Fashion also accounted for more than 25 per cent of the total online profit in 2010/2011, up 7 per cent on the previous year. By the end of autumn/winter 2011 John Lewis had launched over 55,000 fashion products online. Johnlewis.com was now rivalling the ranges of leading pureplay fashion retailers. 2. Launch of facebook, Twitter and Youtube. In 2010 John Lewis launched channels on Facebook, Twitter & You Tube. Launching in October 2010, Facebook fans have grown to 339,085 today. Twitter followers have seen dramatic growth to 20,000 in the same period. Customers have used these spaces to form their own community backed by a customer service function ready to answer any questions they have. We have also offered ‘always on’ content to our customers promoting events around the country in stores, allowing customers to choose their charity of the month and welcoming guest editors from Grazia journalists to online bloggers hosting the page on key topics our customers want to hear about.

Partners have also played their part by holding ‘surgeries’ on specific topics like new product launches and ‘how tos’. We have integrated our seasonal Marketing campaigns into social too. November 2011, saw the launch of the much anticipated annual John Lewis Christmas advert across social media channels 36 hours before it was aired on television. The advert became an overnight success, inspiring countless emotional responses and mounting excitement throughout John Lewis’s online communities. The figures below demonstrate the tremendous success of this innovative approach: 4,085,250 views on YouTube, with 18,702 likes and 926 dislikes becoming the third most popular video on YouTube worldwide during launch week. 347,979 total social media shares (figure from Campaign) Mentioned in 334,248 Facebook updates (figure from Campaign) 484 blog posts.

(figure from Campaign) 29,173 mentions of John Lewis on Twitter for the week since launch on 11/11/11 (against the previous week's 2,879 mentions) John Lewis launched a competition called ‘Guess the gift’ in support of the TV advert whereby various children were filmed for johnlewis.com describing one of the top John Lewis Christmas products. Participating customers were asked to guess the identity of the product and, if they guessed correctly, were awarded the gift as a prize. The competition was promoted across all channels including Facebook, You Tube and Twitter with a phenomenal rate of entries and customer engagement. 3. Launching Click & Collect – a revolution of convenience. Launched in early 2009 this stress-free delivery option, available online, in shops and by phone allows customers to make an order by 7pm and collect their orders, from their chosen John Lewis store, from 2pm the following day. In 2011 John Lewis’ popular Click and Collect service saw nearly 1,500,000 orders processed.

With over 150,000 products available for next day collection, Click and Collect now accounts for 22% of all orders (compared to 16% for the same period last year, Jan-Dec 2010). In October 2011 John Lewis extended click and collect to include an additional 94 Waitrose stores, adding significantly to the convenience of the service for customers. Waitrose deliveries now form 25% of all the orders which are placed through our click and collect channels. Another 100 are planned for this year given this success. 4. Redefining window shopping – turning windows into direct selling tools. In November 2011 John Lewis trialled a whole new dimension in ‘window shopping’. Customers passing a window display in Brighton Waitrose were encouraged to scan QR codes with their iPhones to purchase featured items via johnlewis.com mobile site. John Lewis also rolled out virtual window displays in seven shops for the duration of the clearance period, allowing the retailer, which does not open its shops after Christmas until 27 December, to capitalise Boxing day footfall. 5. i-Phone App: Shopping wherever, whenever.

John Lewis continued its multi-channel approach with the launch of an iPhone app in December 2011, giving customers access to 200,000 John Lewis products while on the move. Key features include: Locate the nearest John Lewis via the phone's GPS Browse the johnlewis.com product catalogue Scan the barcodes of products in-store to access additional information Check ratings and reviews to help decide on the right product Link to the johnlewis.com mobile site via the app to buy products if they are out of stock instore View the history of products and videos in order to buy them later Since launch the app has been downloaded onto 120,000 smartphones and generated £130k of direct sales. 6. Free WiFi – A first for UK department stores. November 2011 also saw John Lewis become the first UK department store retailer to offer free Wi-Fi access to its customers. Accessing product information and viewing ratings and reviews to influence their purchase, customers are now able to surf all areas of the internet to compare prices, reinforcing John Lewis's pricing promise to be 'Never Knowingly Undersold'.

It gives customers in all areas of John Lewis shops faster access to and the internet than when using 3G. It also provides access to the John Lewis mobile site, including My John Lewis and the Wish List which will automatically sync between a customer's home PC and their mobile in-store. 7. Bringing Partners and e-commerce together - Partner Assisted Customer Transactions PACT. John Lewis now has over 300 customer self-service Kiosks and over 2,000 Partner assisted terminals in over 30 of its shops. This allows a customer to browse and buy from the website whilst in-store. It also allows partners to help customers if they are unfamiliar with the website thus bridging the gap between offline and online customers. PACT has been a huge success; sales delivered by the kiosks have increased 572% from 2010 to 2011. More fundamentally however, 25% of all new online customers in the first half of 2011 were recruited directly from PACT experiences in-store. Each shop now has a Digital Champion to help customers to shop online as part of John Lewis's commitment to Race Online 2012. 8.

Aurasma in the brochures and Christmas Ads. John Lewis has increasingly integrated technology into print campaigns and catalogues to ensure the bridge between physical and digital worlds is ever smaller. Aurasma “The World’s First Visual Browser, bringing the physical and virtual worlds together” is an app available on smart phones that allows it to recognise images, symbols and objects in the real world, connecting the user with exciting online rich online content. SUMMARY & CONCLUSION In two short years, (across 2010 and 2011) from being considered a predominantly bricks and mortar department store, John Lewis has become a leading retailer in its use of e-commerce. A great many initiatives have been designed and delivered to help reach a wider customer set and facilitate their ease and convenience in accessing John Lewis’s unique assortment of products. But this is a story about so much more than just effective ideas and initiatives. This is a story about how e-commerce has been expertly woven into a traditional and long standing organization to work with its existing principles and structures to great effect. John Lewis haven’t simply added new technologies but rather embedded them.

The brand’s founding principle (Never Knowingly Undersold) has been developed to make it apply to a new e-commerce structure. The brand’s biggest source of differentiation, its Partners, have been seamlessly brought together with e-commerce initiatives to deliver a combined and assisted shopping experience. John Lewis is only at the beginning of its e-commerce journey, but it has taken up the charge with real drive, and the commercial returns have been incredible: 27% increase in the number of Multi-Channel customers over the period 2010/2011. Click & Collect orders in 2010 increased 120% vs. 2009 and 2011 orders increased 77% vs 2010. This accounted for 22% of all jl.com orders. Click and Collect services added to 94 New Waitrose stores which equated to £20m revenue in 2011/12 with Click and collect now accounting for 25% of all jl.com orders. Online assortment width grown less than 100,000 products in 2010 to over 200,000 end of 2011.

On the busiest day, johnlewis.com took an order on the website every 1.9 seconds. In the busiest hour that climbed to 1.1 orders every second. We took over 245,000 orders from PACT which equated to nearly £25m million in revenue, a 6% per cent increase on last year. We took 38,000 orders via in store kiosks which was an increase of nearly 400% on the previous year. But e-commerce is about more than simply creating the channels and technology to help customers access John Lewis. It’s also about creating inspiring content that rewards customers when they visit John Lewis across all channels and cementing brand loyalty amongst new and existing customers for years and generations to come. To book your table for this year's awards or to find out how to enter the Awards for Excellence 2014 visit: Optional Images: John Lewis launches new TV ad campaign | The Retail Bulletin John Lewis has launched new TV advertising campaign to remind customers of its Never Knowingly Undersold commitment.

BRANDS John Lewis launches new TV ad campaign 17 September 2012 | by The Retail Bulletin Launched last Friday on the retailer’s social media channels and on television on Saturday evening, the £7 million campaign uses a split screen to tell the story of two young people and the ups and downs of their evolving relationships, one taking place in the 1920s and the other in the present day. Throughout the advert the technique enables the audience to see the changes in technology, architecture, clothing and communication over the years. The advert ends with the line 'What’s important doesn't change' referring to the fact that Never Knowingly Undersold commitment has been in place throughout this time. With its recent ad campaigns well known for the music used, the retailer has worked with British artist Paloma Faith, to create a modern version of the INXS track, Never Tear Us Apart. The campaign was created by advertising agency adam&eveDDB and directed by Ringan Ledwidge who also directed the retailer's previous Never Knowingly Undersold TV ad last autumn.

John Lewis marketing director Craig Inglis said: "We’ve been committed to Never Knowingly Undersold since 1925, and it has never been more relevant to our customers than it is today. This new campaign brings that commitment to life with an enduring love story treated in a fresh and innovative way." The seven week campaign consists of one 90-second, 60-second and 30-second national TV ad, as well as national press, radio and online. John Lewis goes online | Media | The Guardian Share on Messenger Close The high street retailer, John Lewis, is to promote its £30m internet arm, John Lewis Direct, with an ambitious advertising campaign. However, the longest running promise in the retail business, that John Lewis is "never knowingly undersold", does form part of the marketing plan. Instead, the new slogan is the less catchy " - the best of John Lewis online". Today the retailer announced it was investing £30m in Direct in an attempt to become the UK's leading direct retailer. The site will incorporate buy.com, which John Lewis bought in February.

Initially, 5,000 home and giftware products will be sold on the website but the company also intends to sell directly to customers through catalogues. Murray Hennessy, the managing director of John Lewis Direct, said: "We are bringing to the online market the sort of service and customer dedication John Lewis is renowned for on the high street. "Selling via the internet marks John Lewis's introduction into direct selling, something we will be developing in the near future." John Lewis said it could not use the "never knowingly undersold" slogan because the internet market was too competitive. The retailer will launch Direct with an integrated campaign combining traditional and online marketing. The first print ad will appear in the Evening Standard's ES magazine later this month. It will be followed by advertorials and mailers introducing John Lewis account holders to the website. The online marketing initiatives include an email campaign, strategic partnerships with leading ISPs and the effective use of search engines. These activities will be supplemented by promotions in John Lewis stores. The above-the-line advertising has been produced by the advertising agency, Burkitt DDB.

Question: Which retailer advertises itself as 'Never Knowingly Undersold'?
Answer: JOHN LEWIS